Happy Workplace
China Airlines is dedicated to establishing a caring and protective enterprise. Through providing employees with total care and support, enhancing employees professional competence, enforcing mutual communication between CAL and employees, building a safe working environment, we provide employees with a happy workplace and an enjoyable lifestyle.
Employee Development
CAL emphasizes on the development of employees and ensures the training courses enhance their skills. CAL also improves the competencies of the Company's managers at various supervisory levels, and cultivate managerial capabilities and perspectives among personnel with potential for advancement.
Sound Training System and Framework Training Framework
CAL has established a sound training system and framework to train aviation professionals. We adopt diversified training methods, including on-site and online training courses, invest in training hardware and software. CAL values the functional development of employees and integrates fundamental aviation training with hands- on practice. In addition, CAL organizes management training and general aviation training in line with the Company's development strategy for all managerial levels and employees with potential on a regular basis to improve their horizons and expertise, enhance their knowledge and skills, help employees with different expertise understand each other, and foster cooperation between units.
The Training Advisory Committee has been established to plan annual education and training activities for all employees based on training requirements in the CAL training framework. The primary strategic goal of CAL's training and development program is to enhance employees' job skills. We use the existing training framework to ensure that all employees are equipped with skills to perform their duties and job functions.
CAL as established the Talent Development Committee, chaired by the President, with senior vice presidents serving as members. The Talent Development Committee is responsible for regularly reviewing and improving training for potential talents. Each department refers potential talents to the Talent Development Committee, which then determines their qualifications and development paths. During training, potential talents are provided with appropriate job rotations and management skill training to build their management capacity and experience. In addition to the annual talent recommendations, CAL also selects talents from different levels and sets up management improvement courses and management training courses. CAL provides two-year courses based on the ranks of the employees to continue to enhance their management skills. CAL has always sought out and successfully trained many potential talents to serve as unit chiefs both at home and abroad. CAL will continue to provide them with opportunities to develop their careers, in hopes of achieving corporate sustainability.
In 2024, CAL invested approximately TWD 433 million in training and development, averaging TWD 37,900 per employee. Total training hours reached around 461,400 (average of 37.18 hours per employee), with a completion rate of 98.08%.
| Skill Type | Orientation Training | On-the-job Training | Advanced Training |
|---|---|---|---|
Strategic SkillsAbilities required for employees to perform projects according to CAL business strategies | Organized ad hoc based on CAL's business operations and strategic development needs | ||
Professional SkillsQualities and skills required to perform specific duties or tasks | Basic training for each professional position (flight operations / maintenance / service / ticketing / cargo) |
|
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Management SkillsKnowledge and skills required for managerial positions | New manager training | Management skill training | Executive training / seminars |
General SkillsKnowledge, skills, and conduct required for every employee | "CAL and me" orientation training | Career experience camp | General aviation management training |
Note:
In addition to the above training programs, CAL encourages employees to participate in work-related trainings organized by the Ministry of Labor’s Workforce Development Agency, by offering training allowances to employees who pay tuition at their own expense (20% of the full tuition).
Employee Development Programs in 2024
To align with CAL’s operational growth, talent cultivation, and digital transformation, we have implemented comprehensive training initiatives. Our two-year Management Advancement and Training Programs focus on leadership development, digital trends, communication, team morale, and accountable leadership. These programs include mentorship, study groups, and internal sharing sessions to foster mutual learning and develop leadership talents.
We also provide diversity, equity, and inclusion (DEI) courses across all employee levels, contributing to a reduction in voluntary turnover from 4.57% in 2023 to 3.63% in 2024 and increased employee engagement (see section 2-4-4 employee rights/communication/engagement). In support of digital transformation, CAL offers ongoing AI and big data training to enhance employees’ skills and improve work efficiency.
Sound Internal Recruitment and Rotation System
CAL is committed to upholding the principle of assigning each staff member to an appropriate position. We offer regular job rotations and internal training courses to support employees' diverse development. Each department determines whether to rotate employees based on their labor needs. CAL has established an internal recruitment system, so that employees can participate in the selection processes in accordance with their wishes and career plans. This allows CAL to utilize its human resources in a flexible manner and ensures that employees are assigned to the most suitable positions, resulting in a win-win situation for both parties. The internal hiring rate in 2024 was 56.46%, slightly up from 2023.
To utilize management with flexibility and to ensure that they are assigned to the most appropriate positions with improved competency, CAL conducts a management review and rotation evaluation on a regular basis. Managers working in domestic departments and outstations or joint venture companies for three years will be included in the management review and rotation evaluation based on relevant regulations.
Human Capital ROI
Through education and training, employees can grow along with CAL's strategic and business goals. Corporate assets will also accumulate in value and provide CAL with a solid foundation for sustainable development. CAL has recently adopted the Human Capital Return on Investment (HCROI) metric as a benchmark tool. In addition to estimating earnings from investing in human capital, the metric can also be included in Company's long-term performance indicators. Although 2024 saw rising operational costs related to inflation and oil prices, employee salaries and benefits also increased. However, due to the continued growth in demand for passenger and cargo services, the company's revenue increased significantly, resulting in an improvement in this metric compared to the previous year.
Note : Human Capital ROI = Income - [Operating expenses - (Salary + Benefits)] / (Salary + Benefits)
Training to Promote Awareness of Diversity, Equality, and Inclusion
To create a positive workplace environment and promote a "diverse, equal, and inclusive" work setting, CAL continued to offer relevant courses in 2024. These included "Team Synergy" retraining for domestic managers to further strengthen trust between supervisors and colleagues, and "Team Leadership and Combat Readiness" courses for frontline supervisors to enhance on-site leadership and communication skills. We also provided courses on "Intergenerational Communication" and "Cross-Departmental Collaboration" for all employees, regardless of full-time or part-time status. Additionally, we continued the Expert Sharing Series to raise awareness of different cultures and values across generations and departments, aiming to enhance mutual understanding, respect, inclusion, and promote legacy. We increased offerings of various courses to improve work efficiency and skills for grassroots employees, including work management, business negotiation, and problem-solving, striving to provide self-development resources for employees at all levels. Furthermore, starting in 2024, we continued the "Me and CAL" retraining for new employees who have completed one year, to assess learning and development progress and feedback, serving as a channel for care and two-way communication.
Industry-Academia Collaboration
CAL has a wealth of practical experience sound aviation training facilities and courses. We actively support the "Industry-Academia Collaboration for Technical Colleges and Universities and Talent Cultivation" initiative promoted by the Ministry of Education and we have promoted the campus talent development program since 2013. CAL has cooperated with colleges and universities nationwide to offer internship programs that last for six months to one year in a wide variety of fields. CAL also offers interns scholarships and allowances and arranges training courses for them. To start an internship, interns are required to pass the training courses first. CAL will continue to strengthen industry-academia collaboration and provide students with opportunities to gain aviation expertise and make their career plans, and thus help CAL recruit potential talents.
In 2024, operations gradually returned to normal, allowing us to resume various industry-academia collaborations (totaling 40 participants across 20 schools). In 2024, Mandarin Airlines conducted industry-academia collaborations (totaling 16 participants across 6 schools).
Continuous Support for TALENT in Taiwan
Talent development has always been one of CAL's key objectives. To enhance the competitiveness of talent in Taiwanese society and in response to ESG trends and the global emphasis on talent, CAL announced on March 24, 2025, its continued support for "TALENT, in Taiwan." In collaboration with CommonWealth Learning and various Taiwanese enterprises, we are committed to promoting and advocating for sustainable talent development. CAL pledges to align with our operational strategies and enhance our products and services by continuously conducting professional training across various roles and preserving our corporate culture and values. In line with this year's (2025) alliance theme of "Diversity, Equality, and Inclusion" 3.0, CAL's annual training will offer employees more resources for personal growth and learning, as well as opportunities for cross-departmental exchange. We aim for full integration and shared success among all employees, maximizing team performance and jointly achieving the company's sustainable development goals. We hope to use the project of hope for talent development to develop every worker, strengthen their professional skills, and create better career development and a brighter future.
CAL announces its continued participation in TALENT in Taiwan
Employee Rights
CAL attaches great importance to the opinions and well-being of our employees. In addition to regular reviews of employees' salary and benefit and labor-management meetings, CAL has established a number of communication channels and activities to enhance cohesion. CAL also respects the independence of labor unions in accordance with the law and promotes positive communication with labor unions.
Salary and Benefits
CAL firmly believes that employees are the most valuable assets and that it is important to protect both employee benefits and shareholders' equity. For these reasons, CAL provides competitive salaries and benefits for all employees. The salary and benefit package of each employee will not differ according to gender, race, religion, political affiliation, or marital status. Whenever the minimum wage of a particular global location is raised, we promptly review our salary standards and make necessary adjustments in a timely manner. In 2024, the average salary increase was 5.01%. Employees required to work overtime received fair compensation in accordance with regulations, and no one was forced to work against their will.
Male / Female Salary Ratio of CAL Group in 2024 (Female Salary is 1)
| Category | Base Salary | Bonus | Remuneration |
| Business Operations | 1.13 | 1.16 | 1.14 |
| Flight and Cabin Crews | 1.08 | 1.09 | 1.08 |
| Maintenance Personnel | 1.12 | 1.06 | 1.09 |
| Others | 1.16 | 1.13 | 1.15 |
| Category | Base Salary | Bonus | Remuneration |
| Business Operations | 1.04 | 1.07 | 1.06 |
| Flight and Cabin Crews | 1.4 | 2.73 | 2.27 |
| Maintenance Personnel | 1.16 | 1.43 | 1.31 |
| Others | 1.07 | 1.19 | 1.14 |
Note 1: Remuneration = base salary + bonus
Note 2: Female salary is 1 in this Salary Ratio Table.
Note 3: Flight and cabin crews: Flight and cabin crews include pilots and flight attendants, pilots were mostly male, while flight attendants were mostly female. Pilots' salaries are higher than flight attendants', resulting in a large difference in the male / female salary ratios. Others: others include executives higher than the rank of vice president, auditors, accountants, information technology personnel, and other employees that are not within the aforesaid categories.
Note 4: Base salary: Basic pay; bonus: pay outside base pay.
Unpaid Leave
Benefits and Compensatory Leave
Paid Sick Leave
Year-end Bonuses / Dividends
CAL Retiree Association
Employee Benefits
Annual Leave Scheme
Childcare
Breastfeeding Environment
Group Health Insurance
Commuting
Flexible Work Hours
Concessional Flight Tickets
Employee Stock Ownership Trust
Resignation Program
Psychological Counseling
Health Check and Promotion
Sport Initiatives
Pension Scheme
CAL attaches great importance to the rights and interests of our employees. CAL reports the management of the pension reserve fund to the Labor Pension Reserve Supervisory Committee on a quarterly basis. Prior to the end of each year, CAL allocates the amount required for the following year based on actuarial calculations and relevant laws and regulations. In terms of allocation rates, the rate for the new labor retirement plan is 6%; the rate for the old labor retirement plan is 15%, which reaches the statutory upper limit, and this amounts have been fully allocated in accordance with Paragraph 2, Article 56 of the Labor Standards Act to ensure that employees receive the retirement benefits to which they are entitled.
Salary, Benefits and Pension Reserve Fund of CAL Group in 2024
| Item | 2022 | 2023 | 2024 |
| Salary | 17,372 | 17,291 | 20,756 |
| Benefits | 197 | 194 | 197 |
| Pension Reserve Fund | 7,437 | 7,740 | 8,469 |
| Item | 2022 | 2023 | 2024 |
| Salary | 740 | 800 | 990 |
| Benefits | 3.6 | 4.8 | 5.3 |
| Pension Reserve Fund | 409 | 437 | 465 |
Unit: TWD million
Note: Benefits offered by CAL / Mandarin Airlines included travel allowances, allowances for the elderly, scholarships for employees' children, Labor Day gift money, spring parties, and anniversary expenses.
Employee support program (eg. unpaid Parental Leave, benefit leave.etc)
CAL responds to the government's policy of parental leave without pay so that employees can take care of their families and work in peace. According to the Gender Equality in Employment Act, employees may apply for parental leave without pay for two years after their children reach the age of three; employees may apply for reinstatement before the expiration of the parental leave period according to family needs or career planning. In 2024, a total of 456 applications were received for leave without pay for baby-sitting.
In addition, employees are entitled to 8 weeks of paid maternity leave before and after giving birth, and may also apply for 7 days of paid paternity leave before and after their spouse's delivery. If the paternity leave falls on a business trip, regular holiday, or national holiday, the leave may be taken within 15 days from the day after the end of the business trip, and the overall system is designed to be more favorable than that required by the Gender Equality in Employment Act.
Unpaid Parental Leave of CAL Group in 2024
Employee Communication
Each and every employee matters to CAL. We maintain multiple channels of communication with our employees, such as regularly scheduled labor-management meetings, and strive to find solutions to problems. We have established an employee care mailbox, a sexual harassment mailbox with an associated grievance hotline, and also a "Speak Your Mind" employee communication mailbox. In addition, our Team+ internal company messaging software enables employees to express their opinions and make suggestions at any time. When facing significant operational changes that will affect employees, CAL gives notice in compliance with relevant labor regulations and promptly communicates with labor unions and employees. Information on material issues and employee rights is made available on CAL's website or e-mailed to all employees. When employees express concerns about certain internal regulations or practices, CAL seeks to clarify the issue and communicate with the employees more frequently.
Diverse employee communication channels
Labor Unions
CAL cooperates with different labor unions and remains committed to communication and negotiation. We also show the same respect to all unions in accordance with law. As CAL continues to communicate with labor unions, CAL did not have any major labor disputes or strikes in 2024. In particular, the China Airlines Employees Union (CAEU), which has the highest participation rate of CAL employees, is a nationwide trade union of the aviation industry and a member of the Taiwan Confederation of Trade Unions. There are six subordinate branches under CAEU, which are classified based on the location of members / business :
- Branch 1 : Divisions in Head Office
- Branch 2 : Flight Operations Division
- Branch 3 : Cabin Crew Division and In-flight Supply Chain & Marketing Division
- Branch 4 : Maintenance Division, Engineering Division, and Quality Assurance Division
- Branch 5 : Taipei Branch, Ground Service Division, and Cargo Sales, Marketing & Service Division
- Branch 6 : Kaohsiung Branch, Kaohsiung Cargo Department, Kaohsiung Maintenance Group
There are six subordinate branches within the Mandarin Airlines Employees Union (MDAEU):
- Branch 1 : Divisions in Taipei Head Office
- Branch 2 : Flight Operations Division and Operation Control Center
- Branch 3 : Inflight Services Department
- Branch 4 : Customer Service Division (Taipei, Kinmen, Taitung, and Nangan)
- Branch 5 : Engineering & Maintenance Division
- Branch 6 : Customer Service Division (Taichung, Magong, Hualien, and Kaohsiung)
All CAL employees, except senior managers as defined by the union constitution, are members of the China Airlines Employees Union and are covered by a collective agreement first signed in 2002—the first of its kind in Taiwan’s aviation industry. The agreement was renewed for the seventh time on January 14, 2025. CAL also signed a collective agreement with the Pilots Union Taoyuan on December 29, 2021. Mandarin Airlines signed its collective agreement with the Employees Union in January 2017. These agreements cover union support, labor-management cooperation, dispute resolution, employment and termination, working hours, leave, salary, allowances and bonuses, transfers, rewards and disciplinary actions, benefits, training, and occupational safety and health. Each agreement is reviewed and renegotiated every three years. During the renewal process, the existing terms regarding working conditions remain in effect by law.
CAL / Mandarin Airlines cooperates and communicates with CAEU/MDAEU through various channels as a partner and based on mutual dependence, and the two parties have established various channels of communication over the years. All resolutions will be handled once they are reported. In addition, meeting minutes taken at labor-management meetings held at the Head Office are published and made available to all employees on CAL's website / Mandarin Airlines' website. CAL / Mandarin Airlines is dedicated to maintaining harmonious labor-management relations through open, efficient channels of communication. In 2024, CAL and CAEU held six labor-management meetings to ensure smooth communication between the two parties; in 2024, Mandarin Airlines held a total of three quarterly labor-management meetings with MDAEU in accordance with the law.
Note 1: The number of CAL participants refers to the number of people being members of CAEU in the year (including employees in Taiwan and expatriates); part-time and contracted employees are not included.
Note 2: The number of Mandarin Airlines participants refers to the number of people being members of MDAEU in the year (including employees in Taiwan below the rank of vice president (inclusive) and expatriate executives in mainland China); temporary employees (interns), hourly-paid work-study students, executives transferred from CAL, and employees in mainland China are not included.
Note 3: The collective bargaining coverage rate of CAL / Mandarin Airlines is equal to the labor union participation rate.
Employee Engagement
CAL has established diverse and accessible communication channels to reflect its belief that employees are the Company’s most valuable asset. To understand employee perspectives and needs, CAL conducted an employee engagement survey from December 9 to 27, 2024. Administered anonymously via online questionnaire by an external consulting firm, the survey covered six major dimensions: Corporate Culture, Leadership Culture, Work and Development, Employee Engagement, Work Environment, and Compensation and Benefits.
The questionnaire also included items related to job satisfaction, purpose, enjoyment, stress, psychological resilience, and multiculturalism. Sample statements included: "I am proud to serve at CAL," "Overall, I am satisfied with my compensation," "My supervisor effectively communicates company policies and goals to colleagues," "My team's work atmosphere values diverse perspectives," "I am able to maintain a balance between work and personal life," and "I will not let personal emotions affect my work performance."
A total of 6,161 valid responses were received (response rate: 61.6%; male: 3,126 [50.74%], female: 3,035 [49.26%]), marking the highest participation rate in the survey’s history. This reflects growing employee confidence in the survey and CAL’s follow-up actions.
Survey results indicated the highest approval for compensation and benefits, followed by employee engagement, corporate culture and career development, leadership culture, and work environment. The overall satisfaction score rose to 7.9, up from 7.8 in 2022. Notably, career development and leadership culture saw the greatest improvements.
In 2024, CAL organized a variety of employee engagement activities, including six corporate visits—two of which were themed around the Double Ninth Festival to honor parents—allowing employees’ families to better understand the workplace and strengthen shared connection with the Company. CAL also hosted retirement planning seminars, health and stress-relief days, and holiday care events, reinforcing employee well-being and aligning with corporate sustainability goals. We promote a positive and supportive work environment through three pillars: the "Work Side" (pleasant workplace), "Family Side" (family-friendly measures), and "Health Side" (physical and mental wellness). Additionally, CAL conducts the “Me and CAL” retraining program for employees after one year of service to assess development, provide continued support, and gather suggestions for future improvements.
Recognition as One of the “Best Companies to Work for in Asia” in 2024
The Best Companies to Work For in Asia Award, organized by the renowned HR publication HR Asia, is one of the most prestigious honors in the field of human resources management across Asia. CAL has been recognized for two consecutive years, standing out among 368 outstanding companies.
This achievement reflects our ongoing efforts to cultivate aviation professionals through comprehensive training programs, diverse career development opportunities, effective communication channels, and a healthy, safe, and inclusive workplace. In addition to providing competitive compensation and benefits, CAL was once again honored with the “Asia’s Best Employer Award” this year, underscoring our dedication to sustainable talent development and reinforcing our reputation as Taiwan’s airline of choice. Together with our employees, we continue to achieve shared success and reach new milestones.
Healthy and Safe Workplace
In response to the trend of globalization and international labor development, we comply with domestic and international safety and health standards, as well as enhance the efficiency of safety and health management and promote systematic management measures. Since 2016, we have established an independent safety and health management system, and are committed to aligning our risk management capabilities with those of the rest of the world.
Headquarter's Taoyuan area has been qualified by OHSAS18001 and TOSHMS since 2016~2018; in 2019, it was converted to ISO45001:2018, CNS45001:2018, and TOSHMS. In accordance with the "Safety and Health Internal Audit Management Procedures", we will perform internal audits of each unit once a year. We continue to accept external audits and commission SGS to conduct regular tracking audits once a year. Through the risk management mechanism, risk classification is carried out according to each type of operation and job category. The scope of application includes 10,016 employees (95.1%) and 381 non-employees (4.9%), accounting for 100% of the total number of employees and non- employees of CAL, except for overseas employees and non-employees who are not included in the consolidated statistics, e.g., overseas locations are not included in the consolidated statistics because the occupational safety and health management system is established in accordance with the laws and regulations of the respective countries.
Taipei Branch and Kaohsiung Branch operate under the Occupational Safety and Health Management System of the head office in Taoyuan, Taiwan, and the repair plant has been certified as ISO45001:2018 compliant from 2022 onwards. The scope of verification covers aircraft maintenance operations.
CAL is committed to the goal of “Complying with legal regulations and building a health workplace” by establishing a robust occupational safety and health management system. We actively allocate necessary resources, provide training, implement risk management, eliminate potential hazards, and pursue continuous improvement to support sustainable corporate development. In 2024, we continued to monitor and improve our performance through safety and health indicators—both proactive (e.g., safety program proposals) and reactive (e.g., occupational accidents, penalties, audit findings). Performance metrics for each unit were regularly reviewed during Occupational Safety and Health Committee meetings to enhance workplace safety and promote employee well-being.
Unfortunately, a fatal workplace accident occurred at a maintenance facility in 2024, resulting in 6,000 lost days and preventing us from meeting our FSI (Frequency-Severity Index) target of 0.42. In response, CAL has implemented daily inspections of high-risk operations at all maintenance production units to prevent recurrence. Despite the incident, CAL’s disabling injury frequency rate (FR) stood at 2.29—remaining below the pre-pandemic 2019 average (FR 2.97) and the post-pandemic 2022–2024 air transportation industry average (FR 2.46). Additionally, one minor contractor injury occurred in 2024, resulting in a 3-day loss. A total of 1,565 occupational safety inspections were conducted across CAL workplaces, identifying 146 deficiencies. All issues were promptly addressed and rectified, with a 100% completion rate under the supervision of the occupational safety management unit.
| Category | Hazard Risk Classification | Job Type (Examples) |
|---|---|---|
| Category 1 | Significant Occupational Risk | Flight crew, cabin crew, transportation staff, cargo loading personnel |
| Category 2 | Moderate Occupational Risk | Information equipment, plant electrical and mechanical air conditioning equipment maintenance personnel |
| Category 3 | Low Occupational Risk | Office administrators |
Establishing an Occupational Safety and Health Policy
CAL has established an occupational safety and health policy with the following targets: a total injury index (FSI) below 0.42, an employee annual health check-up participation rate of over 70%, and an achievement rate of over 80% for health education among those with significant abnormalities. Upholding the principle of "Respect for Life, Safety First," we are committed to "Preventing Occupational Hazards and Creating a Healthy Workplace" to achieve the five major goals of our safety and health policy. Additionally, we have implemented an occupational safety and health management system, actively providing necessary resources and training, enforcing risk management, eliminating potential hazards, and continuously conducting hazard identification, assessment, and improvement to pursue sustainable corporate development.
After discussing with labor representatives and signed by the chairman of the board of directors and the president, the Occupational Safety and Health Policy was formulated and published on December 1, 2016 in accordance with the ISO45001 standard, and is regularly reviewed annually. The Occupational Safety and Health Policy applies to all employees in our own operations, contracted employees, outsourced manpower, and contractors, and we provide a variety of channels, such as questionnaires, committees, and occupational safety and health zones, to promote consultation and participation of workers in the field of occupational safety and health.
The Occupational Safety and Health Committee is established by law to oversee workplace safety and health. It is chaired by the president, with one deputy chairperson and one executive secretary appointed. The committee members include supervisors from designated units, occupational safety and health personnel, engineering and technical staff, medical personnel, and labor representatives who make up over one-third of the members, designated by the labor union. The committee meets quarterly to review occupational accident statistics, analyze cases, and monitor the implementation of safety and health management plans. In 2024, the committee reviewed and completed 15 safety and health proposals.
Five Major Goals of CAL's Occupational Safety and Health
Proportion of Labor Representatives in Occupational Health and Safety Committee of CAL Group in 2024
| Category | 2022 | 2023 | 2024 | 2024 Number of Labor Representatives | 2024 Total Number of Committee Members |
|---|---|---|---|---|---|
| Taipei Branch | 36.36 | 36.36 | 33.33 | 3 | 9 |
| Taoyuan (%) | 37.73 | 37.74 | 38.46 | 20 | 52 |
| Kaohsiung Branch (%) | 35.29 | 35.29 | 37.50 | 6 | 16 |
| EMO Park (%) | 34.78 | 34.78 | 34.29 | 12 | 35 |
| 2022 | 2023 | 2024 | 2024 Number of Labor Representatives | 2024 Total Number of Committee Members |
|---|---|---|---|---|
| 33.33 | 33.33 | 33.33 | 5 | 15 |
Unit: %
Note: Labor representative proportion = (Occupational Health and Safety Committee labor representatives / Occupational Health and Safety Committee total members) × 100%
Occupational Hazards Statistics of CAL Group in 2024
| The Number of Recordable Occupational Injuries | Disabling Injury Frequency Rate | Disabling Injury Severity Rate | Incidents Resulting in Work-Related Fatalities | The Rate of Fatalities as a Result of Occupational Injury | Occupational Disease Rate | The Number of High-consequence Occupational Injuries | The Rate of High-consequence Occupational Injuries | Absence Rate | The Total Working Hours | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| China Airlines | Male | 12 | 1.18 | 638 | 1 | 0.10 | 0.00 | 2 | 0.20 | 0.56% | 10,134,000 |
| Female | 34 | 3.43 | 32 | 0 | 0.00 | 0.00 | 1 | 0.10 | 2.30% | 9,898,000 | |
| Total | 46 | 2.29 | 339 | 1 | 0.05 | 0.00 | 3 | 0.15 | 1.42% | 20,032,000 | |
| Taoyuan Head Office | 37 | 2.62 | 41 | 0 | 0.00 | 0.00 | 1 | 0.07 | 1.61% | 14,092,000 | |
| EMO Park | 8 | 1.72 | 1335 | 1 | 0.22 | 0.00 | 2 | 0.43 | 0.74% | 4,646,000 | |
| Taipei Branch | 0 | 0.00 | 0 | 0 | 0.00 | 0.00 | 0 | 0.00 | 2.03% | 598,000 | |
| Kaohsiung Branch | 1 | 1.43 | 4 | 0 | 0.00 | 0.00 | 0 | 0.00 | 1.70% | 696,000 | |
| Mandarin Airlines | Male | 4 | 4.65 | 153 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.73% | 859,176 |
| Female | 2 | 2.02 | 26 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.66% | 987,296 | |
| Total | 6 | 3.24 | 85 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.69% | 1,846,472 | |
Note 1: Frequency of recordable occupational injuries (i.e., disabling injury frequency rate): (Number of annual disabling injuries ÷ Annual working hours) × 1,000,000.
Note 2: Disabling Injury Severity Rate: (Absence days of annual disabling injuries ÷ Annual working hours) × 1,000,000.
Note 3: Absence Rate: (Absence days ÷ Annual working days) × 100%. The absence rate target in 2023 is 1.8%. Due to the different labor laws and regulations across countries, the data coverage is based on all employees of China Airlines in Taiwan.
Note 4: Mandarin Airlines has only one business location in Taiwan.
Note 5: Disabling Injury Frequency Rate is equivalent to the definition of Recordable Occupational Injuries Rate in the GRI Standards.
Note 6: High-consequence Work-Related Injuries: Occupational injuries that lead to fatalities or that are barely possible / difficult to completely recover within six months. Rate of high-consequence occupational injuries (excluding fatalities)=[Number of high-consequence occupational injuries (excluding fatalities) / Number of hours worked]x1,000,000.
Note 7: The primary type of occupational injury is incidents of falls caused by unsafe behavior by staff.
Note 8: In 2024, the frequency rate (FR) of all occupational disability injuries was 2.29, the severity rate (SR) was 339, and the total injury index (FSI) was 0.88. These figures are higher than the average values announced by the Ministry of Labor for the airline industry during the pandemic period from 2021 to 2023, which were FR 1.37, SR 28, and FSI 0.19. In 2024, CAL's maintenance facility experienced one work-related fatality, resulting in a loss of 6,000 days. This incident increased the Severity Rate (SR) to 339 and the Frequency-Severity Index (FSI) to 0.88. However, overall, the company's disabling injury frequency rate (FR) in 2024 was 2.29, which remains lower than the pre-pandemic 2019 FR of 2.97 and the post-pandemic 2022-2024 air transportation industry average FR 2.46.
Note 9: This statistic does not include commuting accidents caused by transportation that is not arranged by the company.